Construct Validation of the Saville Consulting Wave Types Model of Transformers & Transactors

Transcription

1 Construct Validation of the Saville Consulting Wave Types Model of Transformers & Transactors Dr Rainer Kurz, Saville Consulting Steffen Feindt, University of Bielefeld 1

2 Overview Coaching to realise potential and maximise performance Understanding the person and their environment Leadership & Types Saville Consulting Wave Wheel Saville Consulting Wave Types Construct convergence validation study Coaching implications 2

3 Coaching for what? Maximise performance Maximise happiness Help individuals realise their potential Help organisations realise their potential 3

4 Life = Person * Environment Environment Life Person 4

5 Work = Individual * Organisation Organisation Work Individual 5

6 Competency & Satisfaction at Work Organisation Expertise Ability Individual Outcome Behaviour 6

7 Work Assessment Variable Exploration Capability Specialisation Processing Expertise Intellect Ability Context Outcome Attainments Drivers Aptitudes Styles Personality Behaviour Job Climate Character Culture See Kurz & Bartram (2002) for the earlier World of Work (WoW) Model 7

8 Types Model Rationale Development: Integration of Psychological Theory Trait Assessment Psychology Competency Modelling Leadership Research Psychological Typologies Application: User Benefit Can be used across many HR activities High-level typology summarises and aids linking People & Task Types Implications of Overused Skills and De-railers Reports for Trained Users, Participants & Line Managers 8

9 Trait Assessment Psychology Big 5 Personality Factors (Re-) Discovery in 1990 ies that five factors emerge consistently: Openness to Experience Extraversion Agreeableness Neuroticism (low Emotional Stability) Conscientiousness Facets of the Big 5 Many personality questionnaires cover the Big 5 (more or less well) NEO measures each of the Big 5 factors through 6 facets Instrument authors choose to include different facets Big 5 & Saville Consulting Wave Saville Consulting Wave covers each of the Big 5 with 1 Section Other Sections represent Big 5 combinations, or areas missed in the Big 5 Constructs designed to reflect true complexity of people and jobs 9

10 Competency Modelling Background Boyatzis (1982): The Competent Manager Robertson & Kinder (1993): Meta-Analysis of Validation Studies Kurz (1998): World of Work (WoW) Model Kurz & Bartram (2002): The Great Eight Competencies Components of WoW Model & Great 8 Dispositions: Aptitudes, Interests, Styles, Motives Competencies: Job, Occupation, Goal, Role Competency Potential: Prediction of Potential based on Disposition Measurement Great 8 & Saville Consulting Wave Saville Consulting Wave covers each of the Great 8 with 1 Section Remaining Sections represent combinations of neighbouring Great 8 factors Fab Four constructs constitute higher-order factors of the Great 8 (Kurz, 2005) 10

11 ADAPTING APPROACHES Resilient Evaluative SOLVING PROBLEMS Flexible Adapting & Coping Analysing & Interpreting Investigative Supportive Supporting & Co-operating Creating & Conceptualising Imaginative Agreeableness Openness Conscientious Organising & Executing Conscientiousness Extraversion Interacting & Presenting Sociable Structured Enterprising & Performing Leading & Deciding Impactful DELIVERING RESULTS INFLUENCING PEOPLE Driven Assertive 11

12 Focus Styles Psychometric Profile Psychological Constructs 4 Clusters, 12 Sections & 36 Facets Normative-Ipsative Splits Motive-Talent Splits Facet Ranges 12

13 Focus Styles Competency Potential Profile Competency Constructs Non-psychological Language 4 Clusters, 12 Sections & 36 Facets 5 Styles Facets per CP Facet Red-Amber-Green Traffic Lights 13

14 Leadership Research History Great Leader Theories People vs. Task / Situational Leadership Theories Transformational vs. Transactional Leadership Corporate Leadership Personality, Intelligence & Leadership Research (Timothy Judge) People & Task Orientation Interpersonal Performance divides into Influencing and Adapting Behaviours Task Performance divides into Thinking and Executing Behaviours Four Clusters of Wave constitute the Components of Performance Wave Transformational People Type Good at Influencing People Good at Adapting Approaches Wins the hearts and minds of people Wave Transactional Task Type Good at Solving Problems Good at Achieving Results Gets things done 14

15 Corporate Leadership vs. Wave Cluster Leadership Functions: Developing the Vision Sharing the Goals Gaining Support Delivering Success Competency Clusters: Solving Problems Influencing People Adapting Approaches Delivering Results 15

16 Psychological Typologies Myers-Briggs Type Indicator Developed by Isabel B. Myers & Katherine Cook Briggs: Sensing vs. Intuition Extraversion vs. Introversion Feeling vs. Thinking Judging vs. Perceiving Belbin Team Types Model of 8 (later 9) roles that underlie team success Holland Vocational Types Circumplex ( RIASEC ) of 6 vocational personality types Schein Career Anchors Model of 8 career anchors that summarise values and underlie career choices 16

17 Saville Consulting Wave Types 4 People Types based on High/Low on Clusters: INFLUENCE & ADAPTABILITY combined with 4 Task Types based on High/Low on Clusters: THOUGHT & DELIVERY = 16 Wave Types 17

18 Focus Styles Types Report 18

19 Transformer -Transactor Type Pen Portrait 19

20 Fab 4 Wave Cluster Validities A priori trait validities unadjusted in Development Pilot N=373 (Fullman, 2005) Transformational Performance INFLUENCE ADAPTABILITY Influencing People.29 Adapting Approaches.16 Transactional Performance THOUGHT Problem Solving.21 DELIVERY Achieving Objectives.16 20

21 Fab 4 Wave Cluster Validities Competency Potential validities (unadjusted) in standardisation sample N=428 Transformational Performance INFLUENCE ADAPTABILITY Influencing People.38 Adapting Approaches.31 Transactional Performance THOUGHT DELIVERY Problem Solving.25 Achieving Objectives.22 Transformational + Transactional Performance Job Proficiency.21 (single item rating) Promotability.23 (single item rating) Total Performance.26 (sum of 36 behaviour ratings) 21

22 Low People Orientation High Type Frequency Distribution Standardisation Sample (N=1153) TRANSFORMER- PRESERVER TRANSFORMER- THINKER TRANSFORMER- DOER TRANSFORMER- TRANSACTOR 7% 8% 7% 16% INFLUENCER PRESERVER INFLUENCER - THINKER INFLUENCER - DOER INFLUENCER - TRANSACTOR 3% 4% 3% 4% ADAPTOR PRESERVER ADAPTOR THINKER ADAPTOR DOER ADAPTOR- TRANSACTOR 5% 2% 4% 3% INDIVIDUALIST PRESERVER 12% INDIVIDUALIST THINKER 7% INDIVIDUALIST DOER 9% INDIVIDUALIST- TRANSACTOR 6% Low Task Orientation High 22

23 % of Transformer Transactor s (by self-reported responsibility level N=1020) Responsibility Number Number % age of Level at Level of T-T s T-T s BOARD LEVEL % EXECUTIVE % SENIOR MANAGER % MANAGEMENT TRAINEES % MANAGER % TEAM LEADER % PROFESSIONAL/SPECIALIST % NO MANAGEMENT RESPONSIBILITY % OTHER % 23

24 Construct Convergence Study N=183 Professionals & Managers Saville Consulting Wave Professional Styles Types Report (108 unit weight facets) SHL OPQ32n Corporate Leadership Report Bartram (2005) specified 3 OPQ32 scale per Great 8 (1 with double weight) Expert Judgement Survey based on Warr (1999) methodology Mapping of 108 Wave Facets to 32 OPQ conceptual concordance matrix Three facets were chosen to define each predictor composite SME: 72 weighted facets based on expert judgements 24

25 Results Types Report Equations Average r Wave Cluster vs. SHL Leadership Functions.63** Total Score r.67** Subject Matter Expert Equations Average r Wave Cluster vs. SHL Leadership Functions.66** Total Score r.66** Very similar results for off-the-shelf Types and SME equations Great convergent construct validity support for the model 25

26 Application The Types report can be used across a variety of HR activities: Recruitment Selection Development Coaching Working with Teams 26

27 Type Team Report 27

28 Thank You! Further reading: MacIver, R., Saville, P., Kurz, R., Mitchener, A., Mariscal, K., Parry, G., Becker, S., Saville, W. O Connor, K., Patterson, R. & Oxley, H. (2006).Making Waves Saville Consulting Wave Styles questionnaires. Selection & Development Review, 22(2), McDowall, A. & Kurz, R. (2007). Making the most of psychometric profiles effective integration into the coaching process. International Coaching Psychology Review, Vol. 2, No. 3, December 2007 McDowall (2008). Using feedback in coaching. In: Psychometrics in Coaching. Ed: Passmore, J.; Kogan Page: London. Kurz, R, MacIver, R. & Saville, P. (2008). Coaching with Saville Consulting Wave. In: Psychometrics in Coaching. Ed: Passmore, J.; Kogan Page: London. Stay in touch: [email protected] [email protected] 28